EXECUTIVE INTERVIEWfold to what it used to be and the
profitability continues to grow. We
started out as a supplier–customer
arrangement and now we are an
industry leader in the beverage sector.”
Along the journey BevChain has
developed two strategic partners that
are fundamental for it to do its job well.
These are in the IT and labour
management fields. “Having really good
partnerships with our technology
providers is absolutely key, because if
our systems go down, if we’re not
leading edge and if we’re not at the
forefront of everything we do then we
are going to get left behind. Our
business will stop, that’s the reality.
Then there’s labour management, which
is crucial because we are a people-
reliant business. Being seasonal — our
peak times are summer and Christmas
— we need to have the best people at
a moment’s notice, and our labour
providers need to understand our
requirements and then act on
them quickly.”Looking forward, Kylie’s main area of
focus for BevChain is its 2020 strategy,
which is all about growth. This comes
off the back of the 2017 strategy, which
had the pillars of revenue growth,
profitability, operational stabilisation,
culture and IT. “It’s awesome that
we’ve actually ticked a lot of those
boxes now,” she says. “Definitely the
next three years will be about revenue
growth and increasing shareholder
value. We will continue to focus on
people and culture, giving
opportunities to our staff and fostering
leaders. Furthermore, we will work
closely with, and grow, our customer
portfolio within the beverage industry,
and look outside of that. We want to
expand into other markets where it
makes sense for us to do so.”